Facility Planning - Case #1
Hospital Site and Facility Master Planning
Issue
Significant population growth, a growing demand for increasingly sophisticated healthcare services, and space-constrained facilities were the primary reasons that this 250-bed medical center decided it needed a site and facility master plan.
At the outset of the engagement, the hospital's senior leadership recognized the importance of developing a detailed database as the foundation for future forecasts. They also understood the importance of tying their facility needs to the hospital's mission and vision as well as the need to involve a variety of constituents in the facility planning process.
Solutions
Following the preparation of workload forecasts and an in-depth review of the existing facility's capacity to accommodate the forecasted volumes, consultants with Turning Point Healthcare Advisors, Inc., worked with a site planner to develop a master plan, supplemented by detailed financial forecasts, to meet the demand expected over the next 10 years.
Results
We successfully accomplished the following:
- Prepared a detailed market analysis
- Forecasted inpatient and outpatient demand 10 years into the future
- Conducted facility capacity analyses
- Assessed current and future facility requirements
- Developed system-required business plans for each short-term project with capital requirements in excess of $500,000, including:
- Expansion of the telemetry unit and renovation of an ICU
- Expansion of the NICU and an additional labor and delivery room
- Relocation of pediatrics
- Construction of a 100,000 SF ambulatory care center to house imaging, a comprehensive cancer center, blood donor center and blood bank, medical office space, and various amenities
- Parking and site development which included a 400-space parking garage
- Prepared a detailed study of parking supply and demand by user
- Determined need for a hospital addition (3 to 5 years into the future) to include three floors dedicated to patient beds as well as space to expand ED, cardiac catheterization, and endoscopy
- Recommended relocation of the hospital loading dock as well as expansion of selected hospital support services (e.g., cafeteria, kitchen, materials management)
- Wrote all reports and other documents submitted to relevant City agencies, the hospital's board of directors, the system's staff and the system's board of directors
- Prepared project updates for employees, physicians, and volunteers
- Developed a sophisticated financial model which examined the feasibility of individual projects as well as the impact of the complete plan over a 10-year period
Additional Information
We collaborated with Robert D. Jenkins/AIA/Architect (Grand Junction, CO) and HDR (Omaha, NE) on this engagement.
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Facility Planning - Case #2
Hospital Site and Facility Master Planning
Issue
A growing demand for increasingly sophisticated healthcare services, space-constrained facilities, and buildings no longer suitable for patient care (circa 1928) were the primary reasons that this 200-bed medical center, which serves a vast geographic area, engaged us to prepare a site and facility master plan.
At the outset of the engagement, the hospital's senior leadership--led by a recently recruited chief executive officer--recognized the importance of developing a detailed database as the foundation for future forecasts. They also understood the importance of tying their facility needs to the hospital's mission, vision, strategic plan, and physician recruitment and retention plan. The new CEO also recognized this process as an opportunity to rebuild tenuous medical staff relationships and selected a number of physicians and other key constituents to serve on the facility master plan steering committee. Throughout the engagement, "town hall" meetings were held to involve an even broader representation of physicians, employees, directors in the planning process.
Solutions
Following the preparation of workload forecasts and an in-depth review of the existing facility's capacity to accommodate the forecasted volumes, consultants with Turning Point Healthcare Advisors, Inc., collaborated with an experienced hospital architect to develop a master plan, supplemented by detailed financial forecasts, to meet the demand expected over the next 10 years.
Results
We successfully accomplished the following:
- Prepared a detailed market analysis
- Forecasted inpatient and outpatient demand 10 years into the future
- Conducted facility capacity analyses
- Assessed current and future facility requirements
- Developed a system-required business plan to support the first phase ($31 million) of the three-phase, $135-million project. Phase 1 included:
- Adding power plant capacity (which was required to support new construction)
- Reconfiguring the site to enhance patient access
- Constructing a new critical care unit and two all-private-room medical-surgical units
- Remodeling the existing critical care unit
- Consolidating and relocating information technology services
- Expanding laundry and linen to accommodate full automation of these services
- Increasing storage space to correct Joint Commission deficiencies
- Relocating the chapel and pastoral care department to a more accessible area
- Remodeling space to accommodate several healthy living programs
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Additional Resources
We worked with Robert D. Jenkins/AIA/Architect, (Grand Junction, CO) on this engagement.
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Facility Planning - Case #3
Space Programming
Issue
Significant population growth and aging facilities lead officials in this Colorado County to conclude that the County Health Department and the Department of Human Services should be co-located in a new facility. Our challenges included working within a set budget as well as bringing together two groups that had no history of sharing resources and were not particularly interested in changing how they worked.
Following are some of the facility issues that were addressed:
- Most of the programs were housed in crowded, unattractive, high-maintenance facilities
- Services and staff were dispersed
- Both departments expected continued growth in service offerings, clientele, and staff; many of the clientele used the services of both agencies
- Meeting and training spaces were inadequate
- Many services had special security requirements
Solutions
Working closely with representatives from each program or service, consultants with Turning Point Healthcare Advisors, Inc., reviewed historical volumes, forecasted future volumes, and developed a space program to meet the demand expected over the next 10 years. The space program included the following:
Staff Offices - Employee counts and FTEs were forecasted to determine the amount and types of office space required to accommodate them.
Patient Exam Rooms - Exam rooms for nursing clinics and family planning were forecasted based on expected visits per day, type of visit, average minutes spent in each room per day, and an 80% scheduling efficiency rate.
Interview Rooms - Interview rooms were forecasted based on expected visits (interviews) per day, type of interview, and average minutes required by interview.
Conference Rooms - Conference rooms were forecasted on the basis of current and expected use. Each program's need for meeting accommodations were reviewed in terms of number of attendees, length of meeting, and special requirements related to security, catering, and so forth. Although conference rooms would be used in the evenings and on weekends, the forecasted demand assumed a 250-day year and an 8-hour day to accommodate unexpected demand and to allow for maximum flexibility.
Waiting and Reception Space - Waiting and reception areas were forecasted based on the various groups served and their unique needs (e.g., private accommodations, play areas).
Storage Space - The space needed for storage was reduced significantly during programming (by more than 5,000 SF) as a result of Human Services' decision to implement digital imaging.
Other Spaces - This included "common" spaces that would be used by all building occupants. Examples included rooms to house mechanical, electrical, housekeeping, and communication functions; elevators; and lunch and break rooms.
Parking - Parking demand was forecasted based on peak parking use by type of user (County vehicles, clients, visitors, employees).
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Results
We successfully achieved the following results:
Created a space program that met both parties' needs and fit within the County's budget
Identified spaces that could be shared by the two departments that would not disrupt their work flow or compromise client/patient confidentiality
Identified service and program adjacencies that enhanced security for staff and for clients
Defined staff-only spaces to maintain confidentiality as well as provide areas where staff could relax distant from high-stress situations
Programmed spaces that promoted better work flow and work processes for both departments
Additional Information
We teamed with Robert D. Jenkins/AIA/Architect (Grand Junction, CO) and H+L Architects (Denver, CO) on this project. We created the model that generated the space program and prepared the parking demand analysis while the architects provided technical support.
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